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Collaborating Authors
community outreach
Abstract Most companies have community outreach efforts and convince themselves it is integral to their standing in the community, their reputation, their ability to recruit the best candidates, among a host of other potential benefits. Yet there are often gaps in approach and coverage that result in lower performance. Community outreach in many companies involves some degree of community volunteerism and charitable giving. However, such efforts are often tactical, isolated from other corporate business goals, and not well aligned with long-term community sustainability needs thus missing valuable opportunities to engage and to align activities for greater all around value creation. When approached strategically, non-profits can open doors to vibrant and progressive sectors of the community, and provide resources for companies seeking opportunities to partner with local communities. This paper will examine how companies manage community outreach efforts identifying the current standard of practice and underscore best practices. It will explore community expectations and how companies influence those expectations. It will also examine how non-profits benefit from understanding how they can aid in corporate value generation, if they are willing to work together, and be willing to look for common ground. Finally, the paper will propose a value generation model that can be used to interact with communities and nonprofits. The concepts identified in the paper will be broadly applicable: companies of any size will be able to adopt these concepts, and apply them in any community. Companies able to abandon tactical approaches and focus community outreach efforts strategically, have the potential to garner real benefits, including managing business risk, better reputation, more engaged and satisfied employees, as well as show alignment with their corporate sustainability initiatives and foster win-win relationships with communities and non-profits.
- Social Sector (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Banking & Finance (1.00)
Abstract Description of the Paper This paper shares the experiences and results that eni Pakistan had by adopting a ‘Community Investment Management System (CIMS)’ in a developing country- Pakistan. CIMS philosophy is to make ‘Community Relations’ and ‘Co mmunity Investment’ management an integral part of the overall business fabric. This system was evolved taking into consideration full E&P activities life cycle in context of indigenous culture, traditions, customs and environment of local communities living around. Applications CIMS utilizes the logic of project life cycle, highlighting the importance of stakeholders and company's risk assessment in ‘Context Analysis’ and adopts the ‘Logical Framework’ approach to plan, manage, monitor and evaluate the interventions. eni Pakistan has done so by development of people & promoting the indigenous culture, establishing mutually benefitting relations with all stakeholders, fully respecting the territory and the society of which it is an integral part. Results 166.23 MBOE cumulative production from Bhit Gas Field without any major problem from local communities; Good reputation of eni Pakistan among all indigenous communities through equitable distribution of opportunities & ec onomic benefit (e.g. jobs, medical, education support etc) to all adjoining communities; Substantial reduction of ‘Ris k’ from adjoining communities (From frequent road blockages To negligible No. of road blockages); Substantial change in indigenous people lives (From No School To 19 Running schools, From No Hospital To 1 Mother/Child Health Center & 4 Community Health Center, From No Potable water To Potable water close to their homes); Paradigm shift in skill capacities of adjoining communities (From only Labor Jobs To Skilled Jobs i.e. Drivers, Assistant Technicians, Cooks, Plant Operators etc); Conclusion Smooth running of E&P activities can be supported by adopting ‘CIMS’ process that can deliver same results anywhere in the world should applied with true spirit and commitment.
- Health & Medicine (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Asia > Pakistan > Sindh > Dadu District > Bhit Field (0.99)
- Asia > Pakistan > Sindh > Dadu District > Badhra Field (0.99)
- Asia > Afghanistan > Balochistan Basin (0.89)
- Management > Professionalism, Training, and Education > Communities of practice (0.82)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (0.82)
- Health, Safety, Environment & Sustainability > Health > Community health outreach (0.69)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Community outreach (0.68)
President's column Public mistrust and misconceptions about the oil and gas industry have grown after the 2010 Macondo blowout and the concerns raised over the environmental damage from hydraulic fracturing. It is very important for our industry to respond with factual information and to dispel the misinformation. Education is the answer, both in the schools and in our outreach to the general public. We must take ownership of the education about our industry. Oil and gas exploration and production is not an old-fashioned, dying industry; on the contrary, it is a very scientific, dynamic field that requires a high level of technology. Instead of talking mostly about our profession or the technology, which can become dry, we need to better communicate the excitement and importance of what we do. We must emphasize the role that oil and gas plays in daily lives. Oil and natural gas provide fuel for our vehicles and heat for our homes, and they are used to make myriad products that make modern life possible. Everyone’s quality of life depends on the availability and affordability of energy. And despite the promise of alternative sources, oil and gas remains the primary source of efficient and affordable energy. What can we as individuals and as SPE members do? From the individual’s standpoint, it can be overwhelming, but as part of a 100,000-member organization with resources at hand, a great deal can be accomplished. We start by working together with students and educators to raise the awareness of the role of oil and gas in our society, and its importance to our daily lives. This educational effort should first get the younger children interested in math and science, and then show the older children how their interests and passions can lead to a dynamic and meaningful career that benefits mankind. The SPE is working to educate teachers and students globally through its Energy4me program (www.energy4me.org) with workshops and classroom curriculum. The program’s flexibility offers an easy way for SPE sections and members to start community outreach programs, which can be big or small, ongoing or scheduled, and carried out with minimal cost or time investment. With more resources, members can engage corporate sponsors or partner with other organizations. Recently, the SPE Dallas Section joined with the Ellison Miles Geotechnology Institute to host a daylong tour in North Texas to acquaint science teachers with the natural gas drilling process. It started with an informational session on topics such as the basics of gas drilling, hydraulic fracturing technology, and the history of the Barnett Shale in the region. Then the teachers toured a pad site to see drilling activities, a hydraulic fracturing facility to learn about the process and safeguards used, and finally, a completed pad location. This is a great example of how misinformation can be dispelled by educating teachers, who are also members of a community deluged with information, true and false, about hydraulic fracturing. The hands-on approach could help change public opinion for the better.
- North America > United States > Texas (1.00)
- Asia (1.00)
Abstract The principles of sustainable development address the issues of community engagement, development of local skills and protection of cultural values. Those are especially relevant in a nation such as Qatar with a small indigenous population but an appetite for large-scale resource and infrastructure development in a world-record timeframe. This paper will present the framework and initiatives implemented by world-class LNG producer RasGas Company Limited, how the company structures and fulfills the expectations of social responsibility and how this fits with the State of Qatar's vision of a sustainable society. The paper will first provide an introduction to the company and discuss how it has integrated the elements of sustainability into a cohesive corporate social responsibility programme, fully aligned with the Qatar National Vision 2030 and essential to its strive for business excellence. The company CSR framework includes four cornerstones providing long-term practical and financial support for community, education, environment and health programmes. Engaging the community with ideas of mutual benefit, the company is focusing on a proactive approach, pay-forward schemes, employee volunteer and skill transfer programmes. The paper will then present the proposal, design and implementation of a number of social activities across each cornerstone. Finally a local perspective on global challenges and opportunities will be proposed introducing the principles of integrity, transparency and accountability in social responsibility and sustainability performance and referencing available tools such as the ISO(1) 26000 Social Responsibility Standard, the Global Reporting Initiative and the IPIECA(3) Guidance on Voluntary Sustainable Reporting. Reference will also be made to the company's demonstrably successful HSE programs and how elements of these programs, relevant to the community, have been transferred. While providing insights into the oil and gas industry in Qatar and the Middle East, the paper will apply to any company: ? seeking to successfully establish a comprehensive and coherent CSR framework integrated to its corporate management system; ? seeking to maximize community and employee benefits in the social initiatives it implements; ? seeking to utilize best practices in social responsibility and sustainability performance reporting. Notes:International Orgnanization for Standardization International Petroleum Industry Environmental Conservation Association
- Social Sector (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Energy > Oil & Gas > Midstream (1.00)
- Government > Regional Government > Asia Government > Middle East Government > Qatar Government (0.46)
- Asia > Middle East > Qatar > Arabian Gulf > Rub' al Khali Basin > North Field > Laffan Formation (0.99)
- Asia > Middle East > Qatar > Arabian Gulf > Rub' al Khali Basin > North Field > Barzan Project (0.99)
- North America > United States > Gulf of Mexico > Central GOM > East Gulf Coast Tertiary Basin > Mississippi Canyon > Block 252 > Macondo Field > Macondo 252 Well (0.89)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Sustainable development (1.00)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Social responsibility and development (1.00)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Community outreach (1.00)
- (5 more...)
Abstract Oil companies invest huge amounts of money to support local communities' development. Often the impact of these efforts both on the targeted communities and on corporate reputation is not easily recognizable and/or measured and evaluated. The paper summarizes the methodological approach developed and adopted by eni e&p division, aiming at: supporting and promoting the adoption of a standard management system for Community Investment, including the measurement of investment effectiveness on the communities and on the business, and the evaluation of the impact on corporate reputation and stakeholders satisfaction; undertaking Community Investment initiatives, promoting a process of sustainable development. The following methodological approach objectives will be presented: to strengthen Company's reputation through projects enhancing a process of local sustainable development; to design, implement and monitor projects, responding to the community needs, sustainable in the medium-long term; to achieve deep knowledge of the socio-economic local context; to build up good capacity for anticipating possible risks, minimizing negative effects while exploiting opportunities; to clearly define project goals, expected results and activities. The central part of the paper consists in: a short description of the adopted operational tool, aiming at improving internal competences in analysis, planning, management and monitoring/evaluation of Community Investment initiatives. a description of the training process, underlying the aspects of integration with Company's structures in charge of internal training and highlighting the wide diffusion of the training process within the company. Conclusion The implementation period is ongoing, hence an accurate impact evaluation on the corporate reputation is not feasible yet. In spite of this, in its first year, the application of the described methodology offered a better knowledge of the socio-economic context related to the operational activities, and a clearer and widely shared definition of the Community Investment. This would lead to set up new bases for the elaboration and the implementation of Community Investment initiatives, answering the communities' needs, suitable to promote a local, fair and sustainable development and to consolidate company reputation in the reference context.
- Social Sector (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Beyond Corporate Social Responsibility - Corporation and Community Sustainability by Intersectoral Consortium
Carvalho, Edison D. (GAIA -Interdisciplinary Learning Application Group) | de Souza, Maíra (GAIA -Interdisciplinary Learning Application Group) | Lopes, Luciano E. (GAIA -Interdisciplinary Learning Application Group) | Danciguer, Lucilene (GAIA -Interdisciplinary Learning Application Group)
Abstract In this paper we present GAIA's findings in four corporate social responsibility projects. Three of them were implemented in partnership with Oil & Gas companies and one with a mining company. The projects had as the main goal to improve the relationship with communities in the companies’ direct influence areas, and to promote local sustainable development. The methodology developed by GAIA comprises companies’ and communities’ interests and encompasses nine stages. 1. Socio-environmental appraisal or inventory, mapping main risks, communities’ needs and their leaders. 2. Communication plan, defining strategies, languages and communication vehicles for each stakeholder group. 3. Inter- institutional meetings to include other institutions in the program. 4. Launching seminar in partnership with local authorities, divulging companies’ actions in the cities with pipelines. 5. Multiplier agents formation, enabling teachers, local leaders and government representatives to disseminate correct information about the pipelines such as their functioning, hazard prevention, maintenance actions, and restrictions of activities over the pipelines. 6. Formation on project management, enabling teachers, local leaders and government representatives to elaborate, fundraise and manage socio-environmental projects aimed at improving communities’ life quality. 7. Follow-up, supporting communities leaders during dissemination of information about pipelines, project fundraising and implementation. 8. Creation and follow-up of companies’ networks to support some of the projects elaborated by the communities. 9. Impact evaluation, measuring the results accomplished by the whole project after its realization. The overall process is monitored with management and quality tools such as PDCA and processes and results indicators. The elaboration of projects by communities’ members, organizing their needs and requests, facilitates management decisions regarding private social investment. During the follow-up, GAIA supports the communities’ fundraising from several organizations, as well as creates networks of potential local supporters. Thus, companies foment communities’ autonomy and citizenship, creating a situation in which both, companies and communities, are benefited. We propose that companies' knowledge in management and its influence in all sectors of the society can be employed to create intersectoral consortia aiming at local sustainable development. Corporate Social Responsibility initiatives would gain scale and efficacy by integrated socioenvironmental planning, managed by intersectoral consortia. These consortia would be managed by an intersectoral board, which would guide the organization by strategic planning. The consortia should have its own staff, but the integrated plan would be implemented as programs and projects by the communities, supported by companies, government and NGO's. Our 18-year experience working in partnership with companies, governments and communities make us believe that the consortium strategy is viable and powerful, being a crucial step beyond Corporate Social Responsibility, towards society and companies long term sustainability.
- Social Sector (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Abstract Over 10 years ago, an oilfield services company launched an outreach program focused on underserved communities where its employees live and work. The program empowers employee volunteers and educators—including teachers, parents, and other mentors—to share their passion for science with students aged 10 to 18. The program draws on the technology and science expertise of the volunteers to engage students. Today, an innovative multisector collaboration among the company's community outreach program, two nongovernmental organizations (NGOs), a mining company, and a national government is expected to produce fundamental improvements in how children learn in several Nigerian schools. Under the program, 6,000 students will each receive a laptop computer specially designed by the One Laptop per Child (OLPC) educational initiative. Students will use these computers to learn mathematics, science, and other fundamentals—both independently and collectively. The initiative combines technology with established educational methods to actively engage students in their own education. In reaching across the boundaries that typically separate business, government, and civil society, the program draws on the expertise, experience, and authority of each partner to revolutionize how children learn in the digital age. In addition to containing tools for learning standard curricula, the laptops provide programs that teach selected global sustainability themes—developed, proven, and supported over the years by the oilfield services company's outreach program. This paper will present the details of the collaboration process as well as describe the challenges and successes that the program has faced in Port Harcourt, Nigeria, and nearby locations, where it will soon be implemented.
- North America > United States > Massachusetts (0.28)
- Africa > Nigeria > Rivers State > Port Harcourt (0.25)
- Information Technology > Communications > Networks (1.00)
- Information Technology > Artificial Intelligence > Machine Learning (0.94)
- Information Technology > Hardware (0.93)
President's column The oil and gas industry employs a large number of people around the world. The American Petroleum Institute (API) estimates that in the US alone, the oil and gas industry is one of the largest employers, supporting more than nine million jobs providing cost-competitive energy and adding more than USD 1 trillion to the US economy. However, the measure of our industry is not only in the numbers that it employs, but more significantly is in the number of lives that it touches, and that is the entire population of our planet, roughly seven billion people. This creates a profound sense of social responsibility for us as an industry. Without a doubt, our industry impacts the lives of almost all of us, regardless of whether we reside in developed or developing countries, in large or small urban areas, or in the remotest corners on this planet. Every day we use hundreds of products that have their roots in petroleum—the clothing we wear; equipment that we use in our work or leisure pursuits; health and beauty products; household furnishings; building materials; transportation; and many other applications. Without these products, the lifestyles and health of many, many people would be significantly different. However, at least a segment of the general public views the activities of the oil and gas industry as incompatible with the concept of a sustainable planet. I am not certain of the extent of the sentiment or the significance of the numbers, but I have clearly heard about it from the industry leaders and the officials in many countries that I have travelled to as the SPE president. Jeane Kirkpatrick, a former US ambassador to the United Nations, once said that “Oil is a product that arouses so much passion. A lot of people have a passionate fear, or distaste, or downright hatred almost for oil. There is no other product that so many people need so badly, yet so many people believe should be produced entirely without profits.” This is a serious matter. Public perception is an intangible asset that helps the industry attract resources, and develop a sustainable viability. We may differ on whether there is a scientific basis for this negative public opinion, but the reality is that the perception exists, and it translates into a more difficult environment for the industry to conduct its business. We, as members of the industry, need to recognize this and find ways to reverse the sentiment. Erosion of our image, I suggest, has not been due to the way we have run our business, but rather because we have behaved somewhat passively in the past, allowing unqualified others to make sweeping negative claims that portray our industry as insensitive to a sustainable planet. SPE’s energy education program is a key weapon in the fight against misinformation. Our outreach efforts that give teachers the science and facts about energy and our industry’s contributions are hugely important.
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.69)
Forum - Young professionals speak out on energy education. For this article, The Way Ahead addressed one of the most challenging topics for professionals in the oil and gas industry: public energy education. When oil prices peaked at USD 147/bbl in 2008, everyone felt the crunch. Food prices spiked and transportation costs rose. Global warming and the environmental impact of energy use took center stage in the public debate. Yet, media coverage, public debate, and politicians still seem to lack a fundamental understanding of where energy comes from, the costs and trade-offs related to different energy sources, technological and geographic constraints, and the hard choices that lie ahead. This article illustrates that industry professionals feel a responsibility to educate their friends, family, and neighbors, and students of all ages about energy.
- Education > Curriculum (1.00)
- Energy > Oil & Gas > Upstream (0.84)
NIOSH/NORA: Why Safety And Health Professionals Should Be Interested In Work Underway At NIOSH/NORA
Abrams, Adele L. (Law Office of Adele L. Abrams P.C.) | Gillen, Mathew (NIOSH Washington) | Mroszczyk, John W. (Northeast Consulting Engineers, Inc.) | Rinehart, Richard D. (NIOSH Washington) | Soderholm, Sidney C. (CDC/NIOSH Washington)
Introduction The National Occupational Research Agenda (NORA) is a partnership program to stimulate innovative research and improved workplace practices. Unveiled in 1996, NORA has become a research framework for NIOSH and the nation. Diverse parties collaborate to identify the most critical issues in workplace safety and health. Partners then work together to develop goals and objectives for addressing these needs. NORA has formed eight Sector Councils: Agriculture/Forestry/Fishing, Construction, Healthcare/Social Assistance, Manufacturing, Mining, Services/Public Safety, Transportation/Warehousing/Utilities, and Wholesale/Retail Trade. Each council is made up of representatives from academia, industry, labor, and government. The councils use an open process to set goals, develop strategies, encourage partnerships, and promote improved workplace practices. NIOSH/NORA has undertaken an ambitious program to improve safety and health in the workplace. Each of the councils has drafted goals, performance measures, and implementation plans for the nation. These agendas will provide guidance to the entire occupational safety and health community for moving research to practice in workplaces. In addition, a Cross-sector Research Council will be formed to identify opportunities for common research across sectors. One of the most far-reaching programs supporting the NIOSH/NORA agenda is a national strategy for Prevention Through Design (PtD). One of the best ways to prevent and control occupational injuries, illnesses, and fatalities is to "design out" or minimize hazards and risks early in the design process. PtD includes the design of work premises, structures, tools, plants, equipment, machinery, substances, work methods, and systems of work. To this end NIOSH is leading a national initiative called Prevention through Design (PtD) to promote this concept and highlight its importance in all business decisions. NORA The National Occupational Research Agenda (NORA) is an effort facilitated by NIOSH that invites partners to work together to define research priorities, conduct the research and move the results into workplace practice to benefit the health of workers. It is described on the NORA portion of the NIOSH website at . NORA was started in 1996 and engaged a number of partners in accomplishing research and outreach activities that could not have been done by any single organization. For the first ten years, NORA priorities were defined as 21 areas, such as, Hearing Loss, Traumatic Injuries, Organization of Work, Special Populations at Risk, and Intervention Effectiveness Research. As it entered its second decade, NORA was restructured around eight sector groups to enhance research-to-practice (r2p). The thinking was that if we want to improve our impact on the health of workers, we need to meet them where they are. By partnering with corporations, unions, trade associations, professional associations and many others who tend to identify themselves with sectors, we are establishing better communication about the issues that are most important for researchers to tackle, the opportunities to work together to conduct the research, and avenues for applying the research results to reduce the burden of occupational injuries and diseases on workers, employers and the nation.
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > Health (1.00)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Social responsibility and development (0.34)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Community outreach (0.34)